High growth can strain culture, yet scaling with intent keeps people, clients and communities front and centre. Invest in learning, wellbeing and inclusive leadership; align acquisitions to values; embed in local economies; measure performance, not just speed. Heidi Thompson argues that the real challenge is to grow while protecting values.
It is well documented that a strict growth mindset can often come at the expense of a people-first culture, demonstrated in McKinsey research, which shows that many high-growth companies struggle to maintain their values as they scale up. I recognise that tension, but I believe it is possible to grow and still put people first, firmly.
We are challenged us to grow while staying true to our values
As leaders guide ambitious growth, doing so with a people-first mentality is essential. Balancing expansion with a values-led culture is not always easy, but it is vital because it’s not about choosing between compassion and performance, but ensuring that they co-exist. Following recent acquisitions, Duncan & Toplis has entered an exciting new chapter that has challenged us to grow while staying true to our values.
Leading a large team
People must be at the centre of organisational values: in the case of Duncan & Toplis, this is inclusivity, trust and partnership. When evaluating acquisitions or partnerships, shared values provide the strongest foundation. This alignment ensures growth is not just financial but cultural. Organisations that prioritise inclusion and accountability empower every team member to make an impact.
Growth is only meaningful if people grow in tandem with company values. That’s why the organisation has invested heavily in learning, leadership development, and wellbeing across the business. It’s also why they’ve worked hard to foster a culture of inclusion and accountability, where every team member is empowered to make an impact.
A critical element of wellbeing
It’s no coincidence that some of its most recent director appointments have come from within. That progression reflects the company’s long-standing belief that investing in people creates long-term success, for the business, clients and the wider economy.
That same McKinsey research showed organisations that invest in performance development, according to research, are over four times more likely to outperform peers in terms of financial results and see lower attrition rates.
Growth with purpose and pride
Measured acquisitions can be a powerful way to scale sustainably. Handled well, they allow organisations to expand into new locations while preserving a values-led culture. This expansion represents more than additional square footage or headcount; it demonstrates readiness to serve clients more widely and bring strong values to new regions with clear intent and purpose.
Opening a London office is a standout milestone. London’s status as a global business hub provides our team with incredible opportunities to connect, collaborate and compete at the highest levels, but our strategy is always to grow in a way that enhances what we already do well.
That approach isn’t an isolated one. It reflects a broader industry pattern supported by clear research. Harvard researchers have found that organisations which grow in a more measured, intentional way consistently outperform those that scale rapidly without a strong cultural infrastructure. The evidence suggests that the quality and sustainability of growth, is more important than speed alone.
Working with, not simply within, communities
Organisations that thrive over the long term remain embedded in the communities where they operate. Whether it’s through sponsorship, charity partnerships or pro bono work, its teams give back in ways that reflect the clear identity and values of the growing company.
It’s also working hard to help clients navigate the changing economic landscape. From global tariff shifts to evolving tax policy, businesses face new pressures. Support is available, including government grants, tax exemptions and funding, but having a trusted adviser who can help you make sense of what’s ahead is invaluable. Strong organisations stand beside business leaders with clarity and confidence, whatever the future holds.
Community role isn’t limited to giving guidance; it also hinges on strengthening economic and social infrastructure. Research from the British Business Bank shows that SMEs with strong local advisory support are 70% more likely to survive financial shocks and regulatory changes. These businesses also create more resilient jobs and contribute more consistently to regional development.
What’s next?
With an ambitious mindset, a strong leadership team, and a renewed focus on growth with purpose, organisations are best placed to thrive when they keep people, clients and communities front and centre.
The next chapter of its story will be shaped by the same principles that got it here: people, clients, communities, and a bold vision for the future that puts them front and centre.
After 100 years in business, it might be tempting to look back, but the most resilient organisations fix their eyes firmly on the future. What begins as a regional practice can evolve into a leading force in its sector, without ever losing sight of the values that made it strong in the first place.
Heidi Thompson is Chief People Officer at Duncan & Toplis
